To help the Medical Center with initial implementation of its new 5-year strategic plan, and support development of its internal capabilities so the Medical Center could assume full responsibility for ongoing execution.
John M. Harris and Carol Davis write that health systems need to develop strategies to respond to four specific types of disruptive innovators in health care.
To achieve the best work product from strategic planning sessions, it is imperative for leaders to foster group collaboration and seek input from multiple stakeholders with different backgrounds and skill sets. Even when a diverse group of participants are selected, it can be difficult to obtain input from all participants if one or a few […]
by Alan M. Zuckerman, Retired Veralon Director & Chair; and Robert N. Golden, MD
Journal of Healthcare Management
Jan/Feb 2014
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Journal of Healthcare Management
Jan/Feb 2014
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Alan Zuckerman, FACHE, FAAHC, Retired Veralon Director & Chair Robert N. Golden, MD, Robert Turrell professor in medical leadership, dean of the School of Medicine and Public Health, and vice chancellor for medical affairs, University of Wisconsin-Madison
by Alan M. Zuckerman, Retired Veralon Director & Chair
Journal of Healthcare Management
May/June 2014
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Journal of Healthcare Management
May/June 2014
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Alan M. Zuckerman, FACHE, Retired Veralon Director & Chair
The challenges faced by the healthcare industry require healthcare organizations to reduce costs. Yet many organizations are determined to grow, and doing both simultaneously may seem counterintuitive. Yet the two imperatives are not necessarily at odds. Growth is typically seen as the product of investment. And reducing costs can itself require the investment of organizational […]
by Jessica E. Stack, Karin Chernoff Kaplan, Stu Schaff
Healthcare Financial Management
August 2015
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Healthcare Financial Management
August 2015
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A health system’s efforts in deploying strategic network initiatives will be effective only if its leaders understand the unique factors affecting multi-provider networks.
We recently received the following question from an attendee during our ACHE Cluster session, Strategic Planning from Formulation to Action, in Marco Island: What makes for a successful strategic plan update? Once a strategic plan has been completed, it needs to be updated on a consistent (at least annual) basis. This allows for the plan […]
Future uncertainty of the health care environment is creating unprecedented challenges for health care organizations. To manage risk in uncertain times, scenario planning, which helps organizations adapt more successfully to unexpected future conditions, is an effective tool to incorporate into the strategic planning process. There are two potential approaches to incorporate scenario planning into the […]
A complete strategic plan will always include an external assessment. The external assessment should examine the organization’s historical performance as it relates to its respective marketplace, including analysis of the market’s historical performance as well as anticipated future trends and forecasts. The external assessment has five main components: 1. Review of demographic, economic, and health […]